The Guardian (UK): Fast forward
Interview by Eileen Sheridan
Saturday May 28, 2005
“I’ve done best in the jobs I’ve most enjoyed, so I think carefully about the jobs I want to do and try to make sure I’m passionate about them,” says Sally. “I’ve learned to take soundings and trust the views of others as I’ve made decisions about what to take on. Having a few people in the organisation you can rely on to give you objective and honest feedback is something I’ve valued.
“Try to get familiar with the organisation. Oil companies are big and complicated and it takes effort to figure out what’s what and who’s who. Invest time in relationships – in a big company you’ll often find people who’ve already solved the problem you are facing.
“Make sure you understand what you are being asked to do and why and give it your best shot. Put effort into ensuring that people around you know how good you are. And when things go well, let the people around you know.”
Vickie, 27, has a National Certificate of Professional Competence in Transport. She works in contract operations support.
“My role is to co-ordinate work and pass information between Shell, the hauliers and drivers, the Shell markets and my own colleagues to ensure safe fuel deliveries. As the interface between the three main haulage contractors and Shell, I make sure the health and safety management of driver operations meets minimum Shell and legal requirements. I liaise directly with the Shell markets – retail, commercial, marine and aviation.
“In my first months I sat listening to people talk quickly about things I couldn’t understand. Now I’m beginning to see how it all fits in and where I influence the organisation.
“I’ll be careful with what I choose to do. I don’t have a specific role in mind so I’ll speak to people whose opinion I value before making a move.
“I’m given licence with my work and genuine authority for my responsibilities. My opinions are always valued, so I’ll make more effort to talk with people about what went right – and I’ll check out the people skills courses.”
This website and sisters royaldutchshellplc.com, shellnazihistory.com, royaldutchshell.website, johndonovan.website, and shellnews.net, are owned by John Donovan. There is also a Wikipedia segment.
Royal Dutch Shell conspired directly with Hitler, financed the Nazi Party, was anti-Semitic and sold out its own Dutch Jewish employees to the Nazis. Shell had a close relationship with the Nazis during and after the reign of Sir Henri Deterding, an ardent Nazi, and the founder and decades long leader of the Royal Dutch Shell Group. His burial ceremony, which had all the trappings of a state funeral, was held at his private estate in Mecklenburg, Germany. The spectacle (photographs below) included a funeral procession led by a horse drawn funeral hearse with senior Nazis officials and senior Royal Dutch Shell directors in attendance, Nazi salutes at the graveside, swastika banners on display and wreaths and personal tributes from Adolf Hitler and Reichsmarschall, Hermann Goring. Deterding was an honored associate and supporter of Hitler and a personal friend of Goring.
Deterding was the guest of Hitler during a four day summit meeting at Berchtesgaden. Sir Henri and Hitler both had ambitions on Russian oil fields. Only an honored personal guest would be rewarded with a private four day meeting at Hitler’s mountain top retreat.
IN JULY 2007, MR BILL CAMPBELL (ABOVE, A RETIRED GROUP AUDITOR OF SHELL INTERNATIONAL SENT AN EMAIL TO EVERY UK MP AND MEMBER OF THE HOUSE OF LORDS: 
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A head-cut image of Alfred Donovan (now deceased) appears courtesy of The Wall Street Journal.
